Project Manager, The

Richard Newton is an experienced executive who has worked both as a management consultant and a senior manager in a number of major corporations. Over the past twenty years he has built a superb track record in the successful delivery of projects and business change, the setting up and management of project and business improvement teams, and advising companies on how to ensure successful delivery on an ongoing basis. He is an advocate and successful practitioner of simple approaches to project and change management.

Contents

Preface                                                                                                                      ix

Introduction

The secret art

Why read this book?

A brief word on job titles

Work-streams, projects, programmes and portfolios

A short overview of the contents

1          Some basics

What is a project? What is project management?

What is a project manager?

Who are projects for?

What is success?

2          Listening and talking

The most important chapter in the book

Your audience whom you must listen and talk to

Listening learning to understand what the customer wants

Communicating with your audience

3          What actually is your project?

The importance of understanding scope                                                                         

The key scoping questions

4          Some key traits

The sense of ownership and involvement

Good judgement project management style

Project management judgements summary

A touch of creativity

5          Getting your project started

Planning

Estimating

Resourcing

Budgeting

Thinking about contingency and risk

Mobilising

Projects in the real world common practical issues to overcome

6          Personal styles

Styles to avoid

Styles to encourage

7          Managing your project